Identifying Best Practice in Women's Football - FIFA/CIES ...

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#economically self-sufficient, most of them remain dependent on publicfunding.“ 196There is a sizable amount of EU sport supporting programmes concerning sportinfrastructure, health promotion and sport & environment. Clubs should actively look foropportunities to access those budgets and design programs to qualify for public funds. Thiswill help them to stabilise their financial situation as well as get more involved in thecommunity. The DOSB (German Olympic Sports Union) provides an EU support brochure asa practical guideline, presenting an overview of the different support programmes and givingadvice for the implementation of an EU project. 197 Sport England with the support of UKSport is also investing “national lottery and exchequer funding in organisations and projectsthat will grow and sustain participation in grassroots sport and create opportunities for peopleto excel at their chosen sport”. 198 Clubs should make use of the support and expertise ofnational bodies that can assist in accessing state aid.Chapter 7: Final ThoughtsFrom the research, it becomes clear European women’s club football is in an exciting time ofgrowth and re-evaluation of the status quo. The league structures in The Netherlands andEngland are radically thinking outside the box of traditional European football to create anew context specifically for women’s football in their countries. The introduction of theUEFA Women’s Champions League provides a new stage for increasing awareness of clubfootball in Europe, and increased importance in a pan-European identity for women’s teams.It also tries to establish a balance to the trans-Atlantic competition from North America inorder to retain/attract the best players in the world. The goal is clearly “to be the best”. Thestakeholders of European women’s club football, clubs, associations, leagues, and UEFA,have defined development on a club level as the next big challenge for the sport’s growth.Although this research was able to identify several best practices in the different areas of clubmanagement, there is still an overall feeling of disconnect between the standard ofmanagement and the rapid on-field developments. It will be a major challenge for clubs,associations and UEFA to close that gap. The process of professionalisation can only be a########################################################196 European Commision Sport (2009) Public sector support [WWW]. Available from:http://ec.europa.eu/sport/what-we-do/doc41_en.htm [Accessed 10/04/2010].197DOSB (2009) Sportförderung in der EU: Ein praktischer Leitfaden [WWW]. Available from:http://www.dosb.de/de/sportentwicklung/internationales/europa-eu/ [Accessed 15/03/2010].198 Sport England (2010) [WWW]. Available from: http://www.sportengland.org/about_us.aspx [Accessed01/03/2010].!"#
alanced development if the players on the pitch are supported by expert personnel off thepitch. The clubs cannot achieve this alone, it will be a cooperation between internationalbodies, both in sport and political, national associations, leagues, and clubs. Clubs need thetools, expertise and - still - financial aid to develop their structures. There are different waysin which development could be facilitated, through new leagues, better organisation anddedication of staff. In any case, solution should be tailored to the different realities of clubsand leagues, keeping in mind the pan-European exchange. The diversity of Europe could bean asset in so many ways when bringing together various ideas and concepts. This rich anddiverse knowledge should be harnessed and shared. There are many challenges to clubdevelopment in European women’s football, however if approached properly, the rich anddiverse knowledge within Europe could bring about UEFA’s goal of being “the mostattractive club competition in the world.”#!"#
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AcknowledgementsThe FIFA Master has
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4.5.4 Radio and Television Presence
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